NAPOLEON TOWNSHIP
POLICE ADVISORY COMMITTEE
FINAL REPORT
January 11, 2016
1
Table of Contents
History of the Police Department ................................................................................................................ 3
Committee Overview ................................................................................................................................ 3
Overview of the current Police Department ............................................................................................... 4
Coverage ................................................................................................................................................... 4
Office Hours .......................................................................................................................................... 4
Number of Calls................................................................................................................................ 4
Wages ................................................................................................................................. 4
Staff ........................................................................................................................ 5
School Liaison Officer................................................................................ 5
Police Department Budget ........................................................................................................................... 6
Calls for Service Report 2015 ....................................................................................................................... 8
Calls for Service report 2014 ................................................................................................................... 10
Proposal from Jackson County Sheriff ....................................................................................................... 12
Meeting with Chief Curry ........................................................................................................................... 13
Proposed Public Safety Millage ................................................................................................................. 16
Various Safe Cities Reports ........................................................................................................................ 17
Scoring of each option evaluated by the Police Committee..................................................................... 20
Memo from Committee Chair to Committee members ......................................................................... 24
Michigan State University – Report on Contracting for Law-Enforcement Services ............................... 26
History of the Police Department
In 1968 the system of constables and a Justice of the Peace gave way to part-time police
officers and the current District Court. In 1974 the township went from part-time police officers
to a full-time police chief. Mike Curry was named Chief of the Napoleon Township Police
Department where he served until he retired on October 31, 2015. At that time, he was the
longest serving police chief in Michigan.
Committee Overview
On September 15, 2015, the Napoleon Township Board created a Citizens Advisory Committee
to develop and present to the Napoleon Township Board a recommended approach for
Providing Police Services in Napoleon Township as a result of the pending retirement of Chief
Michael Curry.
Jeff Kirkpatrick was appointed as the Committee Chairman and the following is all the
members appointed by the Board.
Jeff Kirkpatrick, Chairman
Chris Hawker, Township Clerk
Tom Finco, Interim Police Chief
Jim Graham, School Superintendent
Tom Zellman, Resident
Dick Tallman, Resident (unable to participate in the scoring process)
The charge to the committee was to:

Identify Alternatives
o Replace Chief
o Contract for Police services
o Create Public Safety Department
o Eliminate Police services

Determine Criteria for Evaluating Alternatives
o Implementation Costs
o Operational Costs
o Complexity/Difficulty of Implementation
o Time Required to Implement
o Effectiveness
o Efficiency
o Safety of Residents
o Expectations/Satisfaction of Residents

Evaluate Alternatives Against Criteria
The committee held several meetings which included meetings with Chief Curry, Chief Hawley,
Chief Elwell and Supervisor Elrod from Columbia Township, and Sheriff Rand. In addition, a
public meeting was held on November 10, 2015, to seek input from the citizens of Napoleon
Township.
The committee met for its final meeting on December 10, 2015, where we held extensive
discussions which resulted in the following report to the Township Board.
3
Overview of the current Police Department
Coverage
The typical township police coverage is 20 hours per day Monday through Saturday
and 15 hours on Sunday. Chief Curry scaled back the coverage on Monday’s from 7:30
AM to Midnight, in order to bank hours to use for investigations or events etc… Chief
Curry generally worked two ten hour shifts on road patrol and two ten hour shifts on
administration and investigative tasks.
Officer Hankins typically works Tuesday through Friday, 10 hours per day on night shift.
There was a 3rd full time officer, however, that full-time position was eliminated due to
budget cuts. Even though the full-time position was eliminated the department was
able to maintain the coverage by using part time officers at a lower hourly wage and
no cost for benefits.
Office Hours
The department has a civilian clerk who works Monday, Tuesday and Thursday, 7
hours each day, provided there is work to support the hours. When the police clerk is
not working there is a buzzer at the police window in the township hall that a resident
can use to alert the police staff should they be in the building. The police phone line is
answered by an answering machine when the police clerk or officers are out of the
building. The machine is checked by the duty officer periodically for messages.
Number of Calls
In 2014 the number of dispatches was 4,674
In 2014 the number of Quick Calls was 8,392
In 2015 the number of through September was 3,107
In 2015 the number of Quick Calls through September was 5,900
Quick Calls are calls that are not assigned an incident through Central Dispatch.
These include:
Business Contacts
Liquor Inspections
Property Inspections
Public Relations Contact
Subpoena Service
Vacation Checks
Wages
Chief (Full Time)
Patrol Officer (Full Time)
Patrol Officer (Part Time)
Police Clerk
$28.50 per hour
$17.50 per hour
$16.00 per hour
$11.79 per hour
The last time the full time staff received a raise was July 1, 2012.
4
Staff
The department consists of the Chief, one full-time patrol officer, 10 part-time officers,
the school liaison officer and the police clerk.
School Liaison Officer and Special Event Coverage
Officer Mike Brandt serves as the school liaison officer. He works and average of 8 hours
per day, once per week, in one of the school buildings in the township. The school
reimburses the township its total cost of the officer which is $17.30 per hour.
For the JV and Varsity basketball games, the varsity football games, and high school
dances, the school reimburses the township the cost for the officers to work those events.
Other special events are paid from the police department’s budget.
Vehicles
The police department has two 2014 Ford Explorers, each with just over 70,000 miles.
The department is in need of a third patrol vehicle which should be purchased this
year.
5
6
7
Call For Service By Hour
Print Date/Time:
Login ID:
Report Type:
Layer:
Areas:
01/07/2016 08:34
jacksoncounty\ckuhl
Detail
BEAT
Napoleon
SUNDAY
Hour
CALLS
From Date:
To Date:
Call Type:
MONDAY
%
CALLS
TUESDAY
%
CALLS
01/01/2015 00:00(Continuous)
12/31/2015 23:59
All
WEDNESDAY
%
CALLS
THURSDAY
%
CALLS
Agency Type:
FRIDAY
%
CALLS
Police, Fire, EMS
SATURDAY
%
CALLS
TOTAL
%
CALLS
%
1
22
0.5
9
0.2
9
0.2
5
0.1
4
0.1
10
0.2
24
0.6
83
1.9
2
6
0.1
5
0.1
8
0.2
6
0.1
7
0.2
9
0.2
10
0.2
51
1.2
3
2
0.0
3
0.1
13
0.3
3
0.1
10
0.2
3
0.1
5
0.1
39
0.9
4
5
0.1
2
0.0
5
0.1
5
0.1
6
0.1
1
0.0
3
0.1
27
0.6
5
3
0.1
5
0.1
12
0.3
3
0.1
4
0.1
1
0.0
4
0.1
32
0.7
6
2
0.0
7
0.2
8
0.2
7
0.2
8
0.2
6
0.1
3
0.1
41
0.9
7
10
0.2
12
0.3
15
0.3
25
0.6
24
0.6
17
0.4
7
0.2
110
2.5
8
14
0.3
28
0.6
16
0.4
36
0.8
29
0.7
22
0.5
25
0.6
170
3.9
9
32
0.7
38
0.9
30
0.7
22
0.5
28
0.6
27
0.6
18
0.4
195
4.5
10
37
0.9
33
0.8
35
0.8
35
0.8
28
0.6
30
0.7
54
1.2
252
5.8
11
41
0.9
33
0.8
55
1.3
36
0.8
33
0.8
45
1.0
51
1.2
294
6.8
12
38
0.9
32
0.7
45
1.0
35
0.8
31
0.7
28
0.6
34
0.8
243
5.6
13
35
0.8
31
0.7
49
1.1
33
0.8
27
0.6
34
0.8
34
0.8
243
5.6
14
42
1.0
36
0.8
41
0.9
35
0.8
25
0.6
52
1.2
39
0.9
270
6.2
15
32
0.7
47
1.1
34
0.8
32
0.7
45
1.0
46
1.1
53
1.2
289
6.6
16
22
0.5
44
1.0
36
0.8
36
0.8
41
0.9
42
1.0
41
0.9
262
6.0
17
43
1.0
31
0.7
31
0.7
34
0.8
30
0.7
27
0.6
17
0.4
213
4.9
18
29
0.7
27
0.6
41
0.9
51
1.2
47
1.1
43
1.0
42
1.0
280
6.4
19
23
0.5
29
0.7
39
0.9
26
0.6
38
0.9
43
1.0
32
0.7
230
5.3
20
34
0.8
32
0.7
37
0.9
44
1.0
34
0.8
37
0.9
29
0.7
247
5.7
21
40
0.9
32
0.7
45
1.0
35
0.8
35
0.8
36
0.8
41
0.9
264
6.1
22
22
0.5
30
0.7
25
0.6
35
0.8
35
0.8
48
1.1
34
0.8
229
5.3
23
19
0.4
15
0.3
23
0.5
18
0.4
30
0.7
43
1.0
33
0.8
181
4.2
Page: 1 of 2
8
Call For Service By Hour
Print Date/Time:
Login ID:
Report Type:
Layer:
Areas:
01/07/2016 08:34
jacksoncounty\ckuhl
Detail
BEAT
Napoleon
SUNDAY
Hour
24
Totals
CALLS
From Date:
To Date:
Call Type:
MONDAY
%
CALLS
TUESDAY
%
CALLS
01/01/2015 00:00(Continuous)
12/31/2015 23:59
All
WEDNESDAY
%
CALLS
THURSDAY
%
CALLS
Agency Type:
FRIDAY
%
CALLS
Police, Fire, EMS
SATURDAY
%
CALLS
TOTAL
%
CALLS
%
27
0.6
8
0.2
12
0.3
10
0.2
8
0.2
15
0.3
23
0.5
103
2.4
580
13.3
569
13.1
664
15.3
607
14.0
607
14.0
665
15.3
656
15.1
4348
100.0
Page: 2 of 2
9
Call For Service By Hour
Print Date/Time:
Login ID:
Report Type:
Layer:
Areas:
01/07/2016 08:38
jacksoncounty\ckuhl
Detail
BEAT
Napoleon
SUNDAY
Hour
CALLS
From Date:
To Date:
Call Type:
MONDAY
%
CALLS
TUESDAY
%
CALLS
01/01/2014 00:00(Continuous)
12/31/2014 23:59
All
WEDNESDAY
%
CALLS
THURSDAY
%
CALLS
Agency Type:
FRIDAY
%
CALLS
Police, Fire, EMS
SATURDAY
%
CALLS
TOTAL
%
CALLS
%
1
15
0.4
6
0.1
3
0.1
8
0.2
6
0.1
6
0.1
9
0.2
53
1.3
2
10
0.2
2
0.0
6
0.1
6
0.1
3
0.1
4
0.1
8
0.2
39
0.9
3
5
0.1
1
0.0
10
0.2
0
0.0
2
0.0
3
0.1
4
0.1
25
0.6
4
2
0.0
2
0.0
3
0.1
3
0.1
2
0.0
0
0.0
6
0.1
18
0.4
5
7
0.2
1
0.0
6
0.1
4
0.1
0
0.0
0
0.0
4
0.1
22
0.5
6
5
0.1
7
0.2
7
0.2
6
0.1
1
0.0
6
0.1
5
0.1
37
0.9
7
6
0.1
27
0.6
18
0.4
23
0.6
11
0.3
11
0.3
15
0.4
111
2.7
8
16
0.4
25
0.6
24
0.6
15
0.4
20
0.5
20
0.5
31
0.7
151
3.6
9
31
0.7
25
0.6
23
0.6
21
0.5
26
0.6
34
0.8
52
1.2
212
5.1
10
45
1.1
31
0.7
43
1.0
33
0.8
19
0.5
35
0.8
40
1.0
246
5.9
11
41
1.0
34
0.8
37
0.9
37
0.9
29
0.7
33
0.8
31
0.7
242
5.8
12
45
1.1
33
0.8
34
0.8
23
0.6
18
0.4
32
0.8
46
1.1
231
5.6
13
41
1.0
35
0.8
41
1.0
36
0.9
36
0.9
38
0.9
33
0.8
260
6.2
14
46
1.1
49
1.2
39
0.9
37
0.9
40
1.0
37
0.9
36
0.9
284
6.8
15
47
1.1
37
0.9
30
0.7
37
0.9
29
0.7
33
0.8
56
1.3
269
6.5
16
24
0.6
43
1.0
46
1.1
35
0.8
34
0.8
40
1.0
41
1.0
263
6.3
17
42
1.0
26
0.6
25
0.6
30
0.7
14
0.3
28
0.7
22
0.5
187
4.5
18
35
0.8
32
0.8
42
1.0
31
0.7
43
1.0
37
0.9
23
0.6
243
5.8
19
37
0.9
28
0.7
33
0.8
34
0.8
43
1.0
51
1.2
49
1.2
275
6.6
20
40
1.0
21
0.5
29
0.7
32
0.8
36
0.9
48
1.2
47
1.1
253
6.1
21
33
0.8
26
0.6
28
0.7
55
1.3
42
1.0
44
1.1
34
0.8
262
6.3
22
15
0.4
32
0.8
26
0.6
32
0.8
41
1.0
34
0.8
39
0.9
219
5.3
23
7
0.2
12
0.3
14
0.3
27
0.6
20
0.5
30
0.7
42
1.0
152
3.7
Page: 1 of 2
10
Call For Service By Hour
Print Date/Time:
Login ID:
Report Type:
Layer:
Areas:
01/07/2016 08:38
jacksoncounty\ckuhl
Detail
BEAT
Napoleon
SUNDAY
Hour
24
Totals
CALLS
From Date:
To Date:
Call Type:
MONDAY
%
CALLS
TUESDAY
%
CALLS
01/01/2014 00:00(Continuous)
12/31/2014 23:59
All
WEDNESDAY
%
CALLS
THURSDAY
%
CALLS
Agency Type:
FRIDAY
%
CALLS
Police, Fire, EMS
SATURDAY
%
CALLS
TOTAL
%
CALLS
%
29
0.7
7
0.2
7
0.2
14
0.3
8
0.2
11
0.3
31
0.7
107
2.6
624
15.0
542
13.0
574
13.8
579
13.9
523
12.6
615
14.8
704
16.9
4161
100.0
Page: 2 of 2
11
12
Meeting with Chief Curry
The committee invited Chief Curry to attend the October 15, 2015 meeting to answer several
questions the committee had and to share his suggestions based on his 41 years of experience
as the Township’s Chief.
Here are some of the questions we asked:
1.
What was most satisfying about your job as Chief?
o Working with community
o Enjoys positive feedback officers get from DAILY vacation checks
2. Were any of your goals short changed due to budget limitations? If so, what?
o Sufficient manpower
o No money for FTO program
o Reduction from 3 full-time officers
o Only covering 20 hours a day
3. Were any of your goals short changed due to politics among the board(s)? If so, what?
o Budget
o Micro Managing Chief
4. Did you receive sufficient feedback about your performance from the Board?
o Don’t really receive feedback
5. Were you satisfied with this Board’s merit review process?
o A merit process has been discussed, but never implemented
o No formal review process exists
6. Were you happy with your pay, benefits, and other compensation?
o Pay for part-time officers is on par with peer group
o Pay for full-time officer is too low
o Does not know how Chiefs salary compares to other townships
7. Based on your experience as Chief, what do you think it will take for the next Chief to
succeed?
o Must understand small department budgets
o Officers wash their patrol vehicle each night in fire station
o Must be able to work the road at least 20 hours a week
o Give the board an employment commitment of time, the longer the better
o Will be a difficult transition to a new Chief regardless of who is selected
8. Did any Township policies or procedures (or any other obstacles) make your job more
difficult?
o Keeping the various equipment updated
o Not having a third patrol vehicle (school officer should drive a police car)
13
9. How do you generally feel about this Police Department?
o One of the better small departments in the County
10. What did you like least about the Police Department?
o Lack of funds necessary to adequately operate the department
o No raises for staff and officers for the last three years
o Ideal budget would be $375K to $400K
o Discussed the idea of a police millage with the Board, but there was push back
11. Do you have any tips to help us find your replacement?
o Determine what the community wants
o New Chief needs the ability to delegate to his or her staff
o Difficulty with scheduling due to a primarily part-time staff
o Limited funding
12. What would you like to see as the primary goal(s) from your successor?
o How to use the limited budget resources to maximize department operations
13. It is our understanding that there are two internal candidates that have expressed
interest in succeeding you as Chief. Steve Wendry and Duane Pittman. Should each of
them be considered for the position? If so, why or why not?
o Yes, both should be considered.
o Steve Wendry: (12 years) Steve may or may not have interest
o Duane Pittman: (5 years) Duane does have desire to become Chief
14. Do you have any other comments you would like the committee to consider?
PROS of keeping Township Department:
o Close working relationship with School
o Officers know the residents – They know what’s out of place
o Officers respond to All Fire & Rescue calls (most of the time they arrive
minutes in advance of fire or medical
o Have the ability to administer basic first aid, CPR and AED (they need to be
trained as Medical First Responders)
CONS of keeping Township Department:
o Cost of Salaries & Benefits
15. Miscellaneous Comments from Chief Curry:
Items needed to be purchased by the department:
o Patrol Vehicle
o Body Cameras
o Taser
Equipment that needs to be upgraded:
o Car Cameras
14
o
o
o
o
Radar units
Tasers
Portable Radios
Glock Handguns
There is a Reserve Officer Program with 5 slots available
o Needs funding
Contracting with Columbia could be a good fit, however, they have full-time staff
and a union. They start many officers off as Reserves, then they move to a Part
Time Officer, then if they work out they become a Full Time Officer.
Cost Recovery Fund http://www.costrecoverycorp.com/
o Township bills non-residents for expense incurred for police response to
accidents which occur in the Township, provided the non-resident is at fault
in the traffic accident.
Going to a Public Safety Department could work with the right personnel and the
funds were available
Board could cut back on patrol hours to save dollars
15
2016 Proposed millage - Police
2016 Pending taxable value
2015 Taxable Value
Income>>
Millage Rate >>
Taxable Value
$10,000.00
$20,000.00
$30,000.00
$40,000.00
$50,000.00
$60,000.00
$70,000.00
$80,000.00
$90,000.00
$100,000.00
$110,000.00
$120,000.00
$130,000.00
$140,000.00
$150,000.00
$200,000.00
$302,296.74
1.29 mill
0.00129
$12.90
$25.80
$38.70
$51.60
$64.50
$77.40
$90.30
$103.20
$116.10
$129.00
$141.90
$154.80
$167.70
$180.60
$193.50
$258.00
234,338,562.00
233,627,784.00
$351,507.84
1.5 mill
0.0015
$15.00
$30.00
$45.00
$60.00
$75.00
$90.00
$105.00
$120.00
$135.00
$150.00
$165.00
$180.00
$195.00
$210.00
$225.00
$300.00
$468,677.12
2 mill
0.002
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
$160.00
$180.00
$200.00
$220.00
$240.00
$260.00
$280.00
$300.00
$400.00
16
Value Penguin: Detroit, MI is infamous for its less-than-favorable crime statistics. But how does the rest of
Michigan compare? There are plenty of safe towns in Michigan that often go overlooked when discussing the
state. Our team analyzed the most updated FBI crime statistics to get an idea of the relative safety of nearly
200 cities and towns in Michigan. According to our methodology, Detroit, Benton Harbor, and Flint had the
highest incidences of violent crime. Crime scores ranged from the safest at 26 to a whopping 7,156. These
scores do not reflect actual crime rates, but they are a handy way to attempt to compare towns to one
another. Check out our findings below:
17
Roadside Snacks: These Are The 10 Most Dangerous Places in Michigan
We ran the numbers on the FBI Crime Report to determine which Wolverine State places you need to
watch out for.
Just where are the danger hot spots in Michigan? After analyzing all 322 cities, the data has determined
that the 10 most dangerous places to live in Michigan are:
1. Benton Harbor
2. Muskegon Heights
3. Detroit
4. Benton Charter Township
5. Harper Woods
6. Flint
7. Highland Park
8. Flint Township
9. Jackson
10. Fruitport
The Safest Cities in Michigan
1. Zilwaukee (Pop. 1,629)
2. Napoleon Township (Pop. 6,771)
3. Huntington Woods (Pop. 6,305)
4. Ovid (Pop. 1.608)
5. Elsie (Pop. 969)
18
The SafeWise Report
The authority on safety and home security news.
The 50 Safest Cities in Michigan – 2015
12. Napoleon Township
There’s no aspect of public safety too small for this proactive community to address. Whether it’s
keeping murder, robbery, and rape down to zero reported incidents in 2013, or making sure the city’s
children are safe on their way to school, Napoleon Township is committed to making a difference. The
Safe Walk to School event is an annual program that helps students who walk to school arrive safe and
sound.
Population: 6,771
Violent Crimes per 1,000: 0.29
Property Crimes per 1,000: 8.41
19
Option Scoring
The scoring is based on the accumulative total of each of the 5 individual committee members score
for said option. The options are listed in order from the highest (best) ranking option to the lowest
(worst) ranking option. The lower the score, the higher the committee ranked the option. In
determining the ranking, the committee considered each of the factors below.
Committee rated the effect of each of the following (1=Lowest Impact to 5=Highest Impact)
Budget Impact as a result of this Option
Impact to Schools as a result of this Option
Public Opinion of this Option
Implementation of Option
OPTION: Replace Chief Curry with new full-time Chief and continue Police Department (i.e.
status quo)
Concerns/Ramifications/Benefits
o
o
o
o
o
Continuity of Police Department
Possibility of being easiest transition
Allows committee/township board more time for future direction of department
Increased budget considerations to properly equipment and staff the department
Minimal public outcry
SCORE: 20
OPTION: Replace Chief Curry with a Police Chief with fire experience.
Concerns/Ramifications/Benefits
o
o
o
o
o
o
Possibility of estrangement between police and fire chiefs
Fear (by personnel) of move to public safety concept
Prepares someone to assume the role of Fire Chief when Chief Hawley retires.
Fire Committee input
Chief Hawley’s retirement; succession planning
Public opinion
SCORE: 29
OPTION: Replace Chief Curry with Administrator of Police & Fire Services
Concerns/Ramifications/Benefits
o
o
o
o
o
Potential cost savings
Reduction of immediate day-time fire response
Reduction of ‘fill-in’ (and scheduled) police patrol by Chief
Respect from personnel and public
Chief Hawley’s buy-in would be critical with this option
SCORE: 37
20
OPTION: Replace Chief Curry and move to full-time staffing of officers.
Concerns/Ramifications/Benefits
o
o
o
o
o
Easier scheduling of patrols
Continuity of investigations
Draws broader scope of professional applicants
Necessity of additional funding (wages)
Positive Public opinion
SCORE: 42
OPTION: Replace Chief Curry with part-time Chief and continue Police Department
Concerns/Ramifications/Benefits
o
o
o
o
Definite cost savings
Reduction of supervision/monitoring of police officer’s activities
Reduced availability of Chief to Township Board
Public Opinion
SCORE: 43
OPTION: Eliminate current Police Department and Contract with Jackson County Sheriff’s
Office for Police Services
Concerns/Ramifications/Benefits
o
o
o
o
o
Potential cost savings or increase in cost depending on the final bid from Sheriff
Diminished control by Napoleon Township Board
Potential decrease of “neighborhood policing”
Need to draft a specific request of Township requirements for services
Public opinion
SCORE: 55
OPTION: Replace Chief Curry with a new Chief and have police officers certified as firefighters
and medical first responders.
Concerns/Ramifications/Benefits
o
o
o
o
Faster fire response
Better delivery of medical services in the Township
Increased expenses, wages and training
Positive Public opinion
SCORE: 56
21
OPTION: End Township Funded Police Coverage and rely on Jackson County Sheriff and/or
Michigan State Police for police services. Contract with no police agency.
Concerns/Ramifications/Benefits
o
o
o
o
Significant Cost Savings
Delayed response time(s) for police services
Inability to direct patrols within the township
Public outcry
Comments from various committee members:
o They will have our heads
o This is really not a viable option
SCORE: 63
OPTION: Create Napoleon Township Public Safety Department (combined police/fire crossed
trained department)
Concerns/Ramifications/Benefits
o
o
o
o
o
Initial capital outlay is significate
Cooperation/hindrances of disgruntled employees and part-paid firefighters
Possibility of unionization
Quicker response times due to full time staffing
Strong Public Support if the cost is excluded
SCORE: 73
OPTION: Eliminate current Police Department and Contract with Columbia Township for
Police Services
Concerns/Ramifications/Benefits
o
o
o
o
Potential cost savings
Diminished control by Napoleon Township Board
Constant monitoring of activities
Public opinion
SCORE: Not an option as Columbia Township is not interested in this concept
OPTION: Replace Chief Curry contract with Columbia for a shared Chief and continue Police
Department
Concerns/Ramifications/Benefits
o Definite cost savings
o Reduction of supervision/monitoring of police officer’s activities
o Reduced availability of Chief to Township Board
o Increased working relation between Townships
o Increased investigative intelligence as a result of sharing information
o Public Opinion
SCORE: This is not an option as the Columbia Township board voted not to consider this
option.
23
TO:
Committee Members
FROM:
Jeff Kirkpatrick
DATE:
October, 1, 2015
One of the most important of public decisions our township board will ever make is the hiring of
a police or fire chief. It is a critical decision and involves the future of Napoleon Township. The
decision the board makes will have force and effect on the township for years to come. Therefore,
we as the police committee, need to make sure we explore every alternative and effectively
evaluate the options.
If we want to decide that it is in the best interest of the citizens of the township to hire a new police
chief we need to make sure that the township gives some level of job security to the chief. Each
chief brings to the table their own management style and the board needs to enable him, or her, to
serve at least seven years +- and not be subject to political whims. Our chief should only be
removed for just cause and should require a super majority vote of the board. This gives the chief
the opportunity to create innovative programs, have time to carry them out and to make his or her
vision of excellence a reality. Not to move forward is to fall behind.
We need to be assured that all members of the township police department (including the chief)
are educated and well-trained, restrained in their use of force, honest, close to the community,
courteous, and committed to improving themselves throughout their career. The police chief needs
to be collaborative, support rank and file problem-solving, and be good listener and coach. His, or
her, job is to grow those men and women whom they are privileged to lead. Coercive, feargenerating management style (if you can call it that) is not leadership — it is bullying. It has no
place today in any modern organization including our police department.
We, as a committee, volunteered to help make this decision and need to be able to ask tough
questions of those who come before you. We must be willing to deeply listen to candidates, police
officers, our community leaders, and members of the community. Here are some questions we may
wish to ask:
1. In your opinion, what is the difference between a good police department and a great one?
Where is Napoleon Township today on a scale of good to great? Describe how you think
a great police department operates.
2. What style of leadership is necessary in a great police department? Describe it. How does
it work internally? How does it work in the community? What are the steps necessary to
either maintain or develop this kind of leadership?
3. What qualities should a prospective chief bring to our township that will give the
community confidence that said applicant is the one we should select as our new chief?
4. What are the 3-5 things that need improving within this police department right now? How
would a prospective candidate go about leading the improvement?
Police leaders today must be able to remove the four obstacles to improving the image of police
officers: anti-intellectualism, violence, corruption, and discourtesy. They must then be able to
24
prevent creeping organizational stagnation which often occurs with police. This happens when
police departments and their leaders sit back and rest on their laurels.
We should also address the growing militarization of our nation’s police departments — police
officers looking and acting more like soldiers than police. This has been going on since 9/11 and
a trend that, if not put in check, will overshadow the essential function of community-oriented,
civilian-based police departments in our nation. In a democracy, police and military functions need
to be strongly separate — soldiers fight enemies, police serve communities.
As a check-list I suggest we keep the following points in mind:







A POLICE CHIEF should have a bold and challenging vision of excellence. He or she
needs to be able to attract and hire officers who are educated and have a sensitivity to, and
understanding of, human behavior. They must be able to increase the department’s capacity
to manage conflict and, in their diversity, represent the communities they serve.
A POLICE CHIEF must be able to select the best and brightest to serve as police officers.
These officers must first be well-educated and then intensively trained. They must also be
critical thinkers and able to grasp and act on the department’s vision and the complexities
of a free society.
A POLICE CHIEF must be able to deeply listen to others; including the diverse and
sometimes critical voices of our community’s many cultures and lifestyles. The chief must
also be able to understand what has been heard and then be able to act on it. This is what
great leaders do.
A POLICE CHIEF must oversee an adult-oriented training program and model the style
of leadership that is necessary throughout the organization to lead it forward. Formal
leaders within the department, including the chief, must be coaches in the workplace that
help everyone to grow and to realize their full potential. Top-down coercive leadership can
no longer be tolerated in any modern workplace.
A POLICE CHIEF must create an internal system of continuous improvement that
constantly improves all that the department does — forever. This involves the use of
problem-solving at the top and field levels, empowering rank and file police officers, and
a method of continuous self-evaluation. Leaders must be visible, present, and always
asking, “What is it I can do to help you do a better job?”
A POLICE CHIEF must be data-driven, and not by the old crime statistics, but by real
and meaningful data collection. The chief should be able to explain and understand the
results of the data that are collected and the systems which have been improved. The
primary question is “How do we know this?”
A POLICE CHIEF must be able to sustain improvements that he or she has made. Change
takes time and it is a mixture of inspiration and perspiration. A chief needs time and
community support to truly improve things. To alter the course of an organization like a
police department takes time – and effort.
25
Contracting for Law-Enforcement
Services: Perspectives from Past
Research and Current Practice
Jeremy M. Wilson
Alexander Weiss
Steven Chermak
March 2014
26
Preface
The Program on Police
Consolidation and Shared
Services (PCASS) at the Michigan
State University (MSU) School of
Criminal Justice develops
resources to assist communities
as they explore options for
delivering public-safety services.
These resources do not advocate
any particular form of service
delivery but rather are designed
to help communities determine
for themselves what best meets
their needs, circumstances, and
desires.
PCASS resources include reports,
journal articles, presentations,
books, commentary, and policies
regarding, among other topics,
police mergers, regionalization,
public-safety consolidation,
shared services, and, the topic of
this report, contracting for lawenforcement services. MSU
research on all forms of police
consolidation is ongoing. This
report summarizes research to
develop lessons about
contracting from previous
literature and recent experiences.
For more information about
PCASS and its resources, please
visit policeconsolidation.msu.edu
This research was supported by a
Michigan Applied Public Policy
Research Grant from the MSU
Institute for Public Policy and
Social Research.
Introduction
Police agencies in recent years have had increasing difficulty
maintaining proper staffing levels and delivering certain
functions, particularly those related to community policing and
problem-solving activities (Wilson and Weiss, 2012). Most police
agencies in 2012 reported experiencing budget cuts in the past
year, and 40 percent anticipated cuts in the forthcoming year
(Police Executive Research Forum, 2013). Such cuts have been
ongoing; in 2010, more than three-fourths of police agencies
indicated they had experienced cuts.
Though, historically, communities have been reluctant to cut
public-safety services, in recent years they have increasingly
sought savings in such services for several reasons (Wilson and
Grammich, 2012). Public-safety services often represent the
largest portion of a community’s budget, with personnel costs
representing 80 to 90 percent of a police or fire budget. As a
result, cost reductions for such agencies almost always involve
reducing personnel. Yet public-safety collective-bargaining
agreements often reduce management flexibility. Many labor
contracts, for instance, mandate minimum staffing levels. Publicsafety employees have also garnered public support for
maintaining service delivery.
Conventional strategies to conserve resources in the face of such
constraints have ranged from hiring freezes and cancellations of
academy classes to furloughs and even layoffs (Police Executive
Research Forum, 2009; Wilson et al., 2010). Budget deficits are
also causing cuts in programs such as those for community
policing and problem-solving activities (Police Executive
Research Forum, 2009; Lewis, 2009; Simmons, 2010; Sward,
2008). Coupled with increasing demands for law-enforcement
agencies to provide such services as well as homeland security
and other emerging issues, these actions will expand the unmet
demand for police services (Wilson, 2012).
In response to such pressures, many communities have also
sought to consolidate their demand for public-safety services in
some way. This may include coordinating law-enforcement
services with other communities, within a community, or sharing
resources across communities. Research specifically identifying
the degree and type of consolidation occurring in the last decade
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27
is scant, but there is much anecdotal support of growth in consolidation of all types, given the significant
number of news stories discussing the significance of this issue (Chermak, Scheer, and Wilson,
forthcoming).
Efforts have been as varied as consolidating police and fire services into a single agency to contracting
with other governments for the provision of police services (Wilson, Weiss, and Grammich, 2012; Wilson
and Grammich, 2012). Within these broad efforts there are many variations. For example, contracting
may range from that for a few select functions such as communications to full crime-prevention and
patrol efforts, with contracted providers typically other governments but sometimes private for-profit
enterprises as well (Fixler and Poole, 1988; Girth et al., 2012).
In this document, we review in more depth municipal contracting with other governmental agencies,
typically a sheriff’s office, as an option for the provision of police services. Such contracting dates back at
least to the 1950s, when the Los Angeles County Sheriff’s Department offered services to municipalities
seeking to reduce their costs (Lloyd and Norrgard, 1966). Often law-enforcement agencies have sought
to share services as technology emerges or new problems evolve that transcend communities or require
more resources than a single academy can afford, with such efforts sometimes resulting in a full merger
between adjacent jurisdictions or across a region.
In recent years, contracting has been widespread, used most frequently in Arizona, California, Florida,
Illinois, Minnesota, Ohio, Oregon, Vermont, and Washington (Nelligan and Bourns, 2011). Within these
states, the Los Angeles County, California, Sheriff’s Department (2009) provides contract lawenforcement services to 40 communities, while the King County, Washington, Sheriff (2013) offers
contract services to nearly 20 cities and special jurisdictions. In some communities, officials have
permanently dismantled their police departments and initiated contracts for police services with their
county’s Sheriff’s offices (Police Executive Research Forum, 2013; McKinley, 2011; Vives, Gottlieb, and
Becerra, 2010; Martindale, 2010).
Despite the growth and importance of contracting and similar consolidations, there has been limited
scholarly work on it. Historically, related research has focused on whether and how police consolidation
affects the quality and efficiency of police services (Krimmel, 1997; Lithopoulos and Rigakos, 2005;
McDavid, 2002; Simper and Weyman-Jones, 2008, Southwick, 2005, Wilson and Grammich, 2012;
Wilson, Weiss, and Grammich, 2012). Although MSU researchers, in compiling resources for the
Program on Police Consolidation and Shared Services, have identified hundreds of resources on
consolidation, contracting, mergers, and other shared-services programs, many of these are several
decades old, or written by private consultants, with few published in peer-reviewed publications.
Similarly, although consolidation affects communities of varying size, it appears to be considered more
earnestly in smaller communities. This is significant because most U.S. law-enforcement agencies are
relatively small, with fewer than ten sworn personnel (Reaves, 2010). Yet much research on policing has
ignored smaller agencies and the issues they encounter in delivering police services. While research on
contracting is growing, there remain a relatively small number of empirical studies that consider its
efficacy and impacts, and only a few published in recent years (Andrew, 2009; Carrizales, Melitski, and
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28
Schweitzer, 2010; Colby, 1982; Kirlin, 1973; Mehay, 1979; Mehay and Gonzales, 1985; Misner, 1961;
Skoien and Vernick, 1978; Shoup and Rossett, 1969; Deacon, 1979; Nelligan and Borns, 2011).
To provide an overview of contracting and the questions associated with it, we drew on two types of
resources. First, we reviewed the existing literature to identify what others have already learned about
contracting and related issues. Second, we conducted a focus group regarding contracting by Michigan
sheriffs as well as frequent informal discussions with public-safety officials in Michigan and elsewhere.
Our focus group included Michigan sheriffs, deputy sheriffs, and a representative of the Michigan
Sheriffs Association, all of whom have extensive experience in contracting. Our discussions with
practitioners used a grounded-theory approach (Glaser and Straus, 1967; Singleton and Straights, 2010),
whereby we used a loosely-structured interview protocol and discussion format to elicit information
from the field. This yielded rich detail from which we identified themes, patterns, and lessons regarding
contracting throughout the United States.
We next turn to development and implementation of contracting in three states where it has been
practiced widely: California (particularly southern California), Washington (particularly King County), and
Michigan. We then review some common themes from these practices, including advantages and
disadvantages to contracting there, as well as some additional literature on the practice of
intergovernmental contracting for law-enforcement services. We conclude with some lessons for
policymakers wishing to contract for law-enforcement services in their own communities.
Contracting Case Studies and Outcomes
California
One of the earliest and certainly the largest provider of contract law-enforcement services is the Los
Angeles County Sheriff’s Department (2009). Contract services in Los Angeles County started in 1954
when the Sheriff’s Department agreed to provide services to the City of Lakewood. Under what became
known as the “Lakewood Plan,” the city “expected to provide most of its normal services either by
contract with the county government or by electing to remain within certain special purpose districts”
(Misner, 1961). The law-enforcement services provided under this plan originally included basic law
enforcement, traffic, school crossing guards, bicycle license enforcement, and school safety. This plan is
now “a model for incorporation” that has been adopted widely (Los Angeles County Sheriff’s
Department, 2009). In fact, nearly half the cities in Los Angeles County contract with the Sheriff’s
Department, with nearly three in ten municipalities across the state also contracting for lawenforcement services (Los Angeles County Sheriff’s Department, 2009; Nelligan and Bourns, 2011). The
contract system allows each municipality to decide what model best fits its needs. In addition to
municipalities, the Sheriff’s Department will contract with schools, private businesses, and trial courts
where appropriate.
Given the widespread use of the Lakewood Plan, it has been studied widely as well (Kirlin, 1973; Mehay,
1979; Mehay and Gonzales, 1985; Misner, 1961; Shoup and Rossett, 1968; Deacon, 1979; Nelligan and
Bourns, 2011). Misner (1961), in one of the earliest studies of the plan, concluded “police service
3
29
contracts represent a convenient, economical, and practical solution to many of the problems of police
integration. Since they are voluntary instruments, police service contracts hold more promise than do
some more ‘ideal’ approaches to the problems of metropolitan or regional law enforcement.”
A more recent analysis found that, within California, contracting was more likely to occur in the
southern part of the state than elsewhere, that contract cities tended to be newer, less populous and
dense, wealthier, and with higher levels of business activities (Nelligan and Bourns, 2011). An analysis of
a referendum on contract policing found wealthier, home-owning, and higher-crime precincts favored
contracting, while those with more college-educated residents opposed it (Finney, 1999).
Over time, contract-city residents have paid, on average, about three-fifths of what residents in cities
with their own police departments paid for police services, and yielded other economic benefits as well
(Nelligan and Bourns, 2011; Colby, 1982; Deacon, 1979; Kirlin, 1973; Skoien and Vernick, 1978). Costs
may vary by county, with some cities experiencing economies of scale; costs may also be lower in
contract cities because of the need for less police work, resulting from lower crime rates, there (Nelligan
and Bourns, 2011).
Exactly what cities should pay for contracting services has evolved over time (Nelligan and Bourns,
2011). In the early days of contracting, the Los Angeles County sheriff offered contracts to cities at very
favorable terms, but independent cities pressed for contract cities to pay more proportional costs for
service. More recently, the sheriff has used a statistical model to calculate both direct and indirect costs.
Research on the quality of police services in California contract cities has shifted over time. Mehay
(1979) contended that contract cities have higher crime rates and lower arrest rates, which he
attributed to fewer crime-prevention services being offered in exchange for lower costs. More recently,
Nelligan and Bourns (2011) found lower crime rates but more felony and misdemeanor arrests in
contract cities. Similarly, Colby (1982), in an analysis of contracting in Burbank, Illinois, found significant
cost savings without any impact on arrest and clearance rates.
Washington
Contracting is prevalent in King County, the most populous county of Washington state. The King County
Sheriff’s Office has provided contract services since 1973, with its first contract being with the city of
North Bend, Washington (King County Sheriff, 2013; Wilson and Grammich, 2012). Contracting services
grew rapidly after passage of the 1990 Growth Management Act in Washington state. Among the
ultimate effects of this act was incorporation of several new cities in need of police services. The
sheriff’s office, seeing this, had “not an altruistic but survival” motive for offering further contract
services, in the opinion of Sue Rahr, a former sheriff, especially given the near “disappearance” of the
Multnomah County, Oregon, sheriff’s office after similar legislation there (Wilson and Grammich, 2012).
Some King County municipalities may have viewed contracts as a “stepping stone” to a stand-alone
department, but, over time, contracting has become a seemingly permanent solution to providing local
policing services (King County Sheriff, 2013).
One of the earliest issues the sheriff’s contracting program had to confront was local control (Wilson
and Grammich, 2012). The sheriff’s office lost a contract with the city of Federal Way when it was
4
30
unwilling to accommodate the city’s desire “to have officers look like they belonged to the city,” Rahr
said (Wilson and Grammich, 2012). Since then, the sheriff’s office has worked with contract cities on
uniforms, markings, and other municipal-branding issues. This, Rahr claimed, results in better
perception of services, with residents perceiving more cars and better service in its community when
the markings of the contracted services changed, even though the personnel did not change (Wilson and
Grammich, 2012).
The sheriff offers both countywide services, such as bomb disposal, court security, search-and-rescue,
and sex-offender registration, paid by county tax dollars, and more specific local services, such as patrol,
SWAT, and 911 services, paid by tax dollars of contracting jurisdictions (Wilson and Grammich, 2012).
Cities choose the local police services they wish to receive, matching them with local priorities (King
County Sheriff, 2013). The King County Sheriff’s Office currently has contracts to provide police services
with twelve cities and towns, as well as contracts to provide services to transit police departments, a
tribal police department, school districts, and other specialty and seasonal services.
In addition to their own branding, municipalities may select their own police chief from among sheriff’s
employees (Wilson and Grammich, 2012). A contracting city works with its chief, the primary contact
with the sheriff, to determine police priorities. The chief, Rahr said, “is part of the civic structure” in a
contracting city. Contract cities may also help select personnel (King County Sheriff, 2013). Cities may
provide office space to officers, who are accountable to the city and its citizens and take part in
community events and meetings.
Because contract employees are sheriff’s deputies, the county and contracting cities save money
through cross-dispatching (Wilson and Grammich, 2012). “Citizens don’t say a word when ‘blue’ [a
contract city officer] or ‘green’ [a sheriff’s deputy not on contract] comes to the door,” Rahr said.
Contracting cities negotiate together with the sheriff and operate under identical terms that still allow
some flexibility (Wilson and Grammich, 2012). Contracts provide for flex services (provided by deputies
in green sheriff’s uniforms), shared supervision (a mix of shared supervisors, some in green uniforms
and some in blue), and city services (precinct-level services provided by officers in blue uniforms
dedicated to the city). The interlocal agreement is automatically renewed annually unless renegotiated
or terminated.
The contract relies on average rather than marginal costs, and includes officer pay and allowances,
communications support, and proportional share of additional police services such as SWAT (Wilson and
Grammich, 2012). The sheriff has been able to provide services at a lower average cost per capita, $174
per capita in contract cities in 2010, than that of police services in other King County cities, $347 per
capita in 2010 (Sotebeer, 2012).While the county may not profit or give away services, the sheriff’s
office has seen nearly all its discretionary growth in expenditures in the past decade offset by
contracting services.
The finances of contracting can vary by jurisdiction within the county (Wilson and Grammich, 2010).
Sheriff contracting for transit police, for example, has been more financially successful than that for
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31
cities, but contracting for the King County International Airport has required officers cross-trained as
firefighters (due to FAA regulations), increasing costs.
While both the sheriff and contracting cities appear to be satisfied with the arrangement, as
demonstrated by the number of cities holding contracts and their renewal, contracting officials will
continually have to monitor concerns (Sotebeer, 2012). These may include concerns about local control,
overhead and labor costs exceeding the scope of the contract, management and accountability, citizen
perception of service quality, conversion costs, lack of political cooperation, potential legislative hurdles,
loss of services, and the cost of entry, or even “buyer’s remorse,” with cities finding it difficult if not
impossible to restore their own services once opting for contracting.
Michigan
Though Michigan has been in the forefront of several police-consolidation issues over time, these issues
have become even more salient in recent years (Wilson and Grammich, 2012). The state’s Council on
Law Enforcement and Reinvention has held wide-ranging discussion on law enforcement and public
safety, related criminal-justice services, and consolidation and regionalization of services. The Council’s
efforts are part of a broader move to replace statutory revenue sharing with an Economic Vitality
Incentive Program, under which communities qualify for state funding based on their adoption of best
practices for accountability and transparency, consolidation of services, and employee compensation.
As elsewhere, sheriffs fulfill many contracts for law-enforcement services in Michigan. The role of the
sheriff in providing police services varies by state. In many states, incorporated municipalities are
required to provide police services, while unincorporated areas receive law-enforcement services from
the county sheriff. In other states, the sheriff is responsible for the county jail and court administration
and security but not road patrol, while state police may provide services to communities without their
own police departments.
The situation in Michigan is unique for two reasons. First, given Michigan’s system of townships, there
are no unincorporated areas in the state. Second, Michigan courts have indicated that sheriffs are not
obliged to provide road patrol. Rather, the sheriff need only “exercise reasonable diligence to (1) keep
abreast of those areas inadequately policed [by local authorities], (2) monitor criminal activity or
unusual conditions in the county, and (3) respond professionally to calls for assistance from the
citizenry” (Brownstown Township v. Wayne County, 1976).
As a result, there is significant variation in how Michigan sheriffs provide services. In some counties,
sheriffs only provide contracted road patrol. In others, sheriffs provide a base level of services through
the general fund and additional services to communities as contracted. In still others, communities may
provide their own law-enforcement services, but contract for specialized services from the sheriff.
In Oakland County, which has had contract-policing communities since the 1950s, the sheriff currently
provides contract law-enforcement services to ten townships, three cities, and two villages; altogether,
nearly 300,000 citizens receive full-service police protection from the Oakland County Sheriff (n.d.). In
neighboring Washtenaw County, the Washtenaw County Sheriff’s Office (2014) provides contract
policing to nine townships and two villages. In Kent County, the fourth-most populous county in the
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state, the county sheriff has primary law-enforcement responsibilities for 21 townships and manages
ten contracts for patrol services that account for 36 deputies, about one-third of the uniform staff.
In Oakland County, contracts are typically for three years.1 While the contract is designed to recover full
costs, the sheriff’s office claims its cost is usually 15 to 30 percent less than what the local municipality
would incur for providing its own services. Reasons for the lower costs include lower benefits overhead
and consolidated jail, records, and dispatch services. The county claims it has not had a contract
cancellation in nearly four decades. Contractors may also request a new deputy if the assigned one does
not appear to be a good fit.
Recently, the county assumed police services in Pontiac, Michigan, a city of approximately 60,000
residents which ceded policing responsibilities to the county in the face of growing fiscal difficulties. (For
more on Pontiac, see Oosting, 2011.) The Oakland County Sheriff absorbed all Pontiac police employees,
bringing back those who had been laid off, and adding some new ones. Prior to the transition to
contract services, Pontiac policing cost approximately $12 million annually, with response times close to
one hour. After contracting, costs were reduced to about $10 million, with response times reduced to
nine minutes and employee morale improved.
While Oakland County retained Pontiac police employees, counties typically keep employees only at
their own discretion and based on performance, cost, and other employee and system characteristics.
As a sheriff’s staff absorbs new employees, not all may be recognized as part of the organization’s
culture, but the new employees typically are very supportive because they realize contracting is making
the local police organization typically larger.
Sheriff’s offices in Michigan often have to manage concerns that contracting provides a lower level of
service. In Holland Township, Michigan, for example, the county sheriff claims to provide police services
at a lower cost than in the city of Holland, but residents of nearby communities perceive sheriff’s
services would be of lower quality and hence have resisted contracting.
Michigan sheriffs recognize they need to match services communities already have when contracting.
Often, residents may not care who shows to help as long as they get help, but local administration may
care. Participants in a focus group also noted that models of service must match the community, with,
for example, Oakland County in suburban Detroit and many separate communities likely needing a
different model than Kent County more focused on its own central city of Grand Rapids. Communities,
they said, may have a blanket model, but will need to adapt it to particular community needs.
While contracting presents its challenges to cities and their employees, both can benefit from it over
time, in the view of Michigan sheriffs. Contracting can create a seamless law-enforcement agency,
making communities feel they are getting more coverage. Contracting can also offer a greater career
ladder to local police employees, as well as more opportunities for training, such as that in medicalresponse services, that benefit the community as well.
1
The information here and below is drawn from a focus group held among Michigan sheriffs, deputy sheriffs, and a
representative of the Michigan Sheriffs Association, on January 23, 2013.
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Unlike the sheriff in King County, Washington, Michigan sheriffs typically do not allow local communities
their own branding. Though contracting agencies may keep local decals to give citizens a sense of local
service or support, more typically they will not allow individual community branding. Rather, they seek
to develop branding that emphasizes one seamless organization, and would typically refuse a contract
with a community seeking to keep its own branding.
When approaching a contract, Michigan sheriffs will typically determine the base level of service needed
for a community and calculate the cost for it. While sheriffs may offer additional services that
communities desire, they will not enter into contracts to provide less than the minimal base services
they believe are needed, because they believe both their service and the perception of their contracting
would suffer. Sheriffs will also ask the motivation for contracting, and will seek to avoid being used, for
example, as a means to force union employees into a concession. (See, for example, Schuch, 2011.)
Common Themes in Contracting
Literature and case studies point to several common themes in contracting. These include reasons for
contracting, local control, economics of contracting, and other advantages and disadvantages. We
review these below.
Reasons for Contracting
Communities may contract for police services for many reasons, most of which are related to resources.
A common justification for contracting is that a community has grown large enough that it sees the need
to provide more policing services than it is receiving. Should costs for starting its own department be
prohibitive, communities may choose to contract with the sheriff for protection. Experience of other
communities may influence such a decision. Similarly, growing communities that have relied on the
sheriff for a base level of protection may view contracting as a logical choice to enhance their current
level of service.
Contracting may provide an opportunity to enhance both the level and quality of service delivered. By
contracting, a community can receive not only the benefits of the contract deputies assigned to it, but
also investigations, forensics, traffic-enforcement, and crime-analysis services of the county sheriff. They
may find that the breadth and depth of experience in the larger department far exceeds their own.
In offering a contract, a sheriff’s office, as noted, will generally conduct an analysis to determine the
appropriate staffing level, identifying the resources required to meet what the sheriff believes to be
necessary to meet community requirements. In a small community, this can be as simple as defining a
minimum staffing level, such as two deputies on duty at all times. In a larger community, needs may be
complex and require a wide array of services.
Communities contracting for services may find they can provide equivalent services with fewer staff
than they had employed in a stand-alone entity. There are several reasons for this. First, the American
policing system is highly fragmented, leading to a significant duplication of local services that
consolidation through contracting can mitigate. Communities may, for example, provide capacity for
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rare events that far exceeds their true needs. By contracting with a larger agency with specialized
capabilities as needed, communities can better focus their resources on base law-enforcement services.
Second, contracting can make more efficient use of staffing resources, especially in communities with
local law-enforcement agencies governed by minimum staffing levels. Such levels may be defined by
collective bargaining but more often are driven by policy and practice. Such levels assume departments
are autonomous and cannot rely on nearby agencies for resources. This may lead to communities
setting staffing levels at an unnecessarily high level. Sheriffs with resources in the area adjacent to the
contract community may determine fewer officers are needed on duty and that backup and supervision
from others can provide additional resources when needed.
Local Control and Identity
Though they may differ in approach to such issues as branding, contract-service departments are
sensitive to the idea of local control. They understand local leaders want to maintain input on how
services are provided. To accomplish this, a sheriff may assign a senior member of the department to
direct the contract-community police cadre. This member of the department effectively serves as a local
chief of police and as a liaison to the community. Contracts may also specify circumstances under which
local communities can request removal of a deputy. Oakland County, for example, has policy stating an
“elected official need only” request transfers if necessary, given that “not all employees fit into all
areas.”
Success in contracting also depends on setting reasonable expectations. Communities may have few
officers assigned to them under contracting, but they may also decide to procure more or fewer services
under contract or even choose an alternative to contract law-enforcement services. Very few
communities have found contract services to be so unsatisfactory that they have turned away from
them, although costs of doing so may also prevent this. Communities may also request a lower staffing
level than the contracting-service provider estimates is necessary for effective service, but, as noted,
those providing service generally refuse to enter into such agreements (see also Wilson, Melekian, and
McCullough, 2013).
Economics of Contracting
As noted, sheriffs differ in how they price contract services. The principal difference is whether the
county seeks to recover all costs for providing service.
Some counties use a “fully loaded” rate that includes both direct and indirect costs. For example, a
recent contract between Washtenaw County and the Village of Dexter (2012) states that “local
jurisdictions must share paying the responsibility for the service” and “that the Village shall contract for
three (3) Police Service Units (PSU) from the Sheriff to provide road patrol and other law enforcement
services to the Village.” It defines a PSU as “the services of one Sheriff’s deputy plus all necessary
support to keep that deputy on the road.” For 2014, a PSU cost $153,621.
Other departments use different approaches to contracting. Some, for example, only charge for the
direct costs (e.g., salary, fringe benefits, fleet, uniform). That is, the county absorbs some or all of the
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indirect costs for the service. This approach is particularly attractive for communities that can contract.
It can also be attractive to counties in some circumstances. For example, if the county uses general
funds to provide sheriff’s road patrol, then the added revenue and staffing from contracts can improve
agency performance, particularly if the funding stream is relatively predictable.
Other Advantages and Disadvantages of Contracting
Contracting, as noted, may result in significant cost savings. Savings may result from reducing
administrative and command staff positions with consolidation, pooling of resources, and lower capital
costs (see also Levin and Tadelis, 2010, for cost savings from other government services). Contracting
may also provide economies of scale, just as larger organizations may be more efficient and provide
services at lower cost than smaller ones (Carrizales, Melitski, and Schweitzer, 2010).
Contracting agencies may also, as noted, have specialists that can access particular challenges in a
community, including those in forensics, crime laboratories, or specialized patrols (see, for example,
Deacon, 1979, on police specialists in larger cities). Within the Orlando-Kissimmee area of Florida, for
example, agreements among law-enforcement agencies led to closer integration across and greater
connectivity among jurisdictions (Andrew, 2009). Finally, contracting may lead to competition improving
efficiency in local government (Colby, 1982; Mehay, 1979; Mehay and Gonzales, 1985). Municipal lawenforcement agencies may improve efficiency to avoid contracting, and a sheriff’s department may
improve services so as to retain contracts.
Yet contracting can also have disadvantages. Communities using contracted services may lose local
identity and view contracts as a piecemeal solution to very complicated problems (Andrew, 2009).
Communities may also, as noted, be concerned about the lack of accountability, or even legal
restrictions regarding contracting (Fixler and Poole, 1998). While contracting can reduce costs and
increase efficiencies, it may do so by introducing a higher span of control ratio, decreasing the ability of
a community to manage employees and work culture (Shook and Rogers, 2011).
More broadly, larger entities may, in some circumstances, prevent citizens, particularly those lacking
“demand articulating mechanisms,” from better expressing their preferences (Nelligan and Bourn,
2011). Indeed, contracting has been less likely where service preferences are more heterogeneous
(Nelson, 1997). While competition may improve services, there are relatively few providers for police
services, and services with few providers may have higher transaction costs and require more
management (Girth et al., 2012). Finally, as noted, a contracting decision, once implemented, can be
difficult to reverse.
Conclusion
Contracting for law-enforcement services has long existed, but changing community conditions, coupled
with the increasing cost and difficulty of providing police services, have increased the interest in and
adoption of contracted police services. Communities seeking contract service vary considerably in their
need and approach. Some seek simply to enhance existing law-enforcement services. Others look for
contracted services to completely replace their current police department. Contracting may help a
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community enhance its level and quality of service delivered, providing an array of services that can be
revised as needs change and at a cost less than that for supporting an independent law-enforcement
organization.
Communities may have concerns on whether contracting will restrict their ability to retain their control
and identity, as well as the complexity contracting may add to accountability and legal issues. There are
several approaches to mitigating these issues, but they are not feasible in every community. As a result,
when policymakers consider whether to enter into a contract, whether as a provider or receiver of
services, they should critically examine their particular circumstances and needs, and determine
whether any of the available contracting options meets them.
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